Contents

THE PRODUCT - Airtel Mobile Services ......................................................................................................... 4 OBJECTIVES ................................................................................................................................................... 5 Corporate Objectives ................................................................................................................................ 5 Marketing & Sales Objectives ................................................................................................................... 5 Financial & Operational Objectives........................................................................................................... 5 Customer Retention .................................................................................................................................. 5 SITUATION ANALYSIS .................................................................................................................................... 6 SWOT: ....................................................................................................................................................... 6 PORTER’S 5 FORCES .................................................................................................................................. 8 COMPANY & COMPETITOR ANALYSIS......................................................................................................... 11 Product features matrix .............................................................................................................................. 11 Objectives of Competitors: ......................................................................................................................... 13 COMPETITOR ANALYSIS .............................................................................................................................. 14 COMPETITOR STRATEGY ............................................................................................................................. 17 Applying 4P Marketing Mix to Airtel ........................................................................................................... 18 Profits ...................................................................................................................................................... 21 Value Chain Analysis ................................................................................................................................... 22 Differential Advantages .......................................................................................................................... 23 Maintain Specialty .................................................................................................................................. 23 Hope for Market Growth ........................................................................................................................ 24 Maintain Cost Advantage........................................................................................................................ 25 Outstanding Success ............................................................................................................................... 26 Market Segmentation ................................................................................................................................. 27 Targeting ..................................................................................................................................................... 28 Evaluation of Market segments .............................................................................................................. 28 Selecting a targeting strategy ................................................................................................................. 29 The Target Market Segments.................................................................................................................. 29 Positioning .................................................................................................................................................. 31 CONSUMER BEHAVIOUR ............................................................................................................................. 33 ASSUMPTION IN PLANNING PROCESS ........................................................................................................ 38 2|Page

THE PRODUCT STRATEGY ............................................................................................................................ 44 Strategy – Marketing Communications Programmes ................................................................................. 46 Integrated Marketing Communications Programs ................................................................................. 46 Pricing Strategy ....................................................................................................................................... 47 Channel Strategy ..................................................................................................................................... 48 Research Strategy ................................................................................................................................... 49 MONITORING & CONTIGENCY PLANS ......................................................................................................... 50 Recommended Marketing Strategies for Airtel .......................................................................................... 51 REFERENCES ................................................................................................................................................ 53

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THE PRODUCT - Airtel Mobile Services
Airtel Mobile services is one of the four strategic business units of Bharti-Airtel limited formerly known as Bharti-Tele Ventures LTD (BTVL). The mobile services division of the company is branded as Airtel. Going by the subscriber base Bharti is the fifth largest mobile operator in the world, with an estimated base in about 18 countries. Airtel currently offers both 2G and 3G services depending on the country of operation. It has recently secured the 3G licenses in 13 telecom circles of India and plans to launch 3G services by the month of October this year.2 The cellular services division of Airtel has also entered the smart phone market segment. On 19th October 2004 Airtel announced the launch of Black Berry Wireless Solutions in India. By August 2008 Airtel had signed up with Apple for the launch of Apple 3G iPhone services. It has however been unable to capitalise and emulate the success of Apple iPhone on the account of high pricing and contract bond accompanying these services. Considering the fact that India is now the second largest telecom market in the world and more importantly the fastest growing market globally (about 19 million additions a month), there have been several new entrants in the markets lately.3 This has led to ever lowering tariffs and a decrease in the revenue of existing players. Fresh acquisition of customers is then no longer a guarantee to increase in revenue. As a consequence in addition to the lower calling rates, the operators have been forced to provide a host of value added and auxiliary services. Here Airtel is already leading the way in areas of mobile commerce, banking etc. As the Indian telecom industry enters its third phase, growth in the markets are bound to mirror the growth in the economy. This provides valuable pointers to the next driver of growth – the rural India – where mobile penetration levels still remain an abysmal 15%.4 Airtel has been looking to expand to learn and expand in the rural/low income market segment. In this regard Airtel has already ventured into providing mobile financial services, mobile money transfers to customers in rural areas, further leveraging its existing base of cellular subscribers.

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OBJECTIVES
Corporate Objectives
To dominate the cellular services industry by being the market leader in products and services category in wireless market and lead on all important fronts viz. market share, brand loyalty and customer satisfaction.

Marketing & Sales Objectives
1. To achieve higher penetration in rural markets by capitalising on the existing base to reach out to new subscriber markets. 2. To create markets for Value added services by integrating more features into the existing scheme of things. 3. To reach out to different market segments with products and services customised to cater to the segment specific needs. 4. To study the brand loyalty within the existing set to better understand and appreciate our product differentiation. And also how we can build upon it further. 5. To engage with customers continuously to be able to adapt to the changing market needs and consumer behaviour. 6. To explore the potential for broadband data markets by exploring the scope of 2G and 3G cellular services in urban/rural markets.

Financial & Operational Objectives
1. To expand and outsource capital intensive tasks (involving building & maintenance). 2. To be able to break even on the capital spent in securing 3G licensing services by improving on the ARPU and ensuring better penetration into the SaaS market by broadband data services. 3. To ensure 3G services usage generates enough revenues per annum to enable normal pay back and returns.

Customer Retention
1. To leverage the existing base of customers by engaging them with new products and services launches on a periodic basis 2. Empower and engage with consumers on a regular basis to ensure customer satisfaction and value delivery.

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SITUATION ANALYSIS
SWOT:
Strengths 1. It is the largest cellular service provider in India with a subscriber base of over 135 million (June 2010) and market share of 29.2%. 2. Airtel is currently operating in 18 different countries in Asia and Africa which reflects its global presence. 3. Airtel is in with strategic alliance with majors from other telecom leaders like Ericsson, Nokia Siemens Network and Sing Tel which gives insight into other areas of telecommunication. 4. Mobile Business Unit of Airtel is a profit making division where profits soared by 3% to Rs. 8227 crore giving enough cash in hand. 5. Tie-ups with BlackBerry Wireless Solution, Apple Iphone 3G and Facebook give access to emerging new growth markets. Weakness 1. Airtel outsources everything except marketing and sales which makes it dependent on other players. 2. Dominance within India is limited to circles in Northern and Eastern India with high competition in Southern India. 3. Airtel focuses on nationwide advertisement strategies which give other regional players to dominate in several regions. 4. Bharti did not own majority of its own network towers which hampers the coverage area and give advantage to its competitors. Opportunities 1. With the help of its wide national presence Airtel can aggressively venture into new emerging areas like mobile banking, 3G Technology 2. Strategic position of Airtel in international market can help to acquire new business divisions in other countries to expand the business horizontally. 3. With the huge cash base Airtel can hugely invest in innovative products like Airtel Worldwide SIM and Airtel App Central which is India’s first mobile app store. 4. The company can promote its worldwide presence by sponsoring more international events like Twenty-20 World Cup and UEFA Champions League.

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7|Page . Threats 1. With the right regional marketing strategies Airtel can acquire the dominance in regional market and increasing the market share of the company. 2.5. There is always a potential for entry of foreign player or revival of domestic competitor like Vodafone from Hutch. thereby reducing the market share of Airtel. Companies like Virgin and Tata Docomo are aggressively targeting younger generation with there new innovative products and applications.

6%.35% 62.53% 58.61 9.33 24 10.7 Given the profit opportunities and regulatory environment. Extremely low switching costs in moving from 1 service provider to another 8|Page . threat of new entrants is high.70% 55. Bargaining Power of buyers.79 45. The government presently allows FDI of 76% in the sector.9 Subscriber base of mobile services (GSM and CDMA): 2007-2009 Service Providers Bharti BSNL Reliance Vodafone Tata Idea/Escotel Aircel Others TOTAL 2007 37.12 38.77 35.02 14. There are multiple service providers with as many as 12-13 service providers in all circles.06% 1.01 26.85% 44.76 391. TRAI’s stated objective is to” encourage greater competition in the telecom sector together with better quality and affordable prices” and in line with that. 2.PORTER’S 5 FORCES Mobile Services Industry – Structure: Mobile services in India are fast growing with a YoY growth rate of 58.92 52.6 While Circle A.07 2009 93. By 2012.67 68. c.11 2008 61.51 6. The sector offers tremendous growth opportunity. has been following a “liberal regulatory regime” b.84% 27. Department of Telecom and the Telecom Regulatory Authority of India (TRAI) are the policy formulating and regulatory bodies. but these are soon offered by competitors as well b.13 24.03% 74.14 30.98 40.VERY HIGH a.99 165. encouraging foreign players to enter the Indian market.06% in 2009. Lack of product differentiation. total telecom penetration in rural markets is expected to reach 40% compared to the current tele-density of 16.44 261. ensuring a high rate of increase in the overall subscription base.44 16.99 28. Circle C subscription base is increasing at the fastest rate. Threat of new entrants-HIGH a.18% 10.48 11.76% 50.76 Source: TRAI YoY over 2009 51.15 72.89 18.01 5. Circle B and Metro circle is already nearing very high penetration levels. There are short term gains that one player may have from innovation/ first mover advantage into a new value added service.The product offering is similar from almost all players with the same basic product and similar value added services.17% in 2008 and 50.79 44.

c. fringetc f. Hinduja TMT. Video telephony d. a. leased lines. Network outsourcing/maintenance partners: Ericsson(15 circles). d. On this front. 3. Blackberry and iPad. BSNL. Mobile services are competing with products such as a. google. Bargaining power of suppliers-VERY LOW Airtel outsources most of its operations.very wide variety of choice for the customers. Call center partners: IBM Daksh. Idea are its major competitors. broadband service. Internet telephony. IT system partner: IBM c. b. 5. Wired-lines b. Pressure from substitutes-HIGH The communications space is very dynamic with new technology (3G and 4G) and products flooding the market. This mechanism provides Airtel with a high degree of flexibility. Vodafone. Firstsource& Aegis 4. Nortel. CDMA c. Tata/ Reliance. Since contracts are allocated to the highest bidder. Current Rivalry Airtel is the current market leader in the mobile service (GSM) sector with 31% market share.Skype. Competitive landscape implies consistently better offers and deals for customers. Tower maintenance and other infrastructure: BhartiInfratel and Indus towers d. Siemens(7 circles).6 9|Page . data services on cellular phones have become an essential product feature. Mphasis.Walky phones e. Huawei. Multiple service providers. mobile services face a significant threat from local ISPs. Teleperformance. Airtel only looks at getting the best deal. VSAT phones Additionally.

the total telecom subscriber base is expected to reach approximately 700 million to include about 650 million wireless users and approximately 50 million fixed line users.5 per cent with a total telephone subscriber base of 581.6. Category Capacity: As of January 2010. the overall tele-density was recorded at 49.6 By 2012. driven by a rise in the demand for communications from semi-urban and rural India.7 10 | P a g e .81 million.

No other service providers has given right to sell IPhone in India. mVoip or mobile Voice over Internet Protocol is an extension to VOIP through which a mobile handset can be integrated into a VoIP network 5. Missed Call Alert 3. Notes (As mentioned in Table below): 1. Mobile Office. 7. Call Hold. It includes service like Send/Receive Emails.COMPANY & COMPETITOR ANALYSIS Product features matrix Table 1 depicts the product feature matrix to simplify the difference between the product features or services offered by Airtel Mobile as compared to other competitors in the market. communities in order to SMS all of them at the same time with reduced rates per SMS 11 | P a g e . anywhere in the world. Fax and Data 4. anywhere in India. Users can create their own groups. Service that provides instant chat with friends with any mobile number. A user can exchange text. photos and emoticons. Customers can SMS to multiple contacts. By analyzing the table we can get a very clear idea of the strength and weakness of Airtel product relative to the other competitors. Call Divert. It includes services like Call Conferencing. 6. Call wait. Apple IPhone is available in India either through BhartiAirtel or Vodafone service provider. Process of receiving updates automatically on your phone without the need of initiating a request every day. 2.

Various Operators Mobile Normal Users GPRS Prepaid Service Postpaid Service Subscription Service1 Call Management Service2 Data Service3 SMS Directory Language SMS MMS Service National Roaming E-Recharge Business Users Blackberry m VOIP4 ISD Calling Cards Operator Services Just Dial Conversion from Prepaid to Postpaid or vice versa Customer Care Caller Tunes Voice SMS Additional Features Apple Iphone5 PC2Mobile6 Corporate Group Messaging7 Customized Chatting Client m-Commerce Phone Backup                                     No      No No                                      No       No  No            No No  Product Features                     No     No  No        No          No      No     No  No            Table: Product feature matrix of Airtel Mobile 12 | P a g e .

Company’s main objective is to leverage the global position of Vodafone n India as well and become the top player in terms of market share as well as revenue in Indian circle. 5) Tata Docomo: Docomo is the global leader in Value Added Services. Public Booth Telephony and Wire-line Services. BSNL is looking forward to maintain this position in coming years. Its vision is to expand its mobile operations to all sectors of people according to their individual needs. 4) Aircel: Aircel is one of the recent entrants into the telecom sector with the aim of becoming India’s pioneer in mobile technology and mobile services. 13 | P a g e . Despite its late entry into telecom sector Tata Docomo is aiming at broaden its telephone services to include Mobile Services. Wireless Desktop Phones. It’s collaboration with Tata as Tata Docomo was launched in 2009. And hence company is aiming to continue its growth in whole of India. It also aims to expand its coverage area nationally as well as internationally to cater to more consumers. With its aggressive marketing campaign it has already gained a significant amount of market share. 1) Vodafone Essar: Vodafone Essar is the Indian subsidiary of Vodafone group. 2) Reliance:ADA Group’s flagship company. an assessment of these objectives can give a brief idea about the current strategy of the competitors and how aggressive it will be in future. 6) BSNL:BSNL is World's 7th largest Telecommunications Company providing comprehensive range of telecom services. customer focused brand.Objectives of Competitors Below are the current objectives of the competitors. With its wide coverage area in terms of rural penetration in not only Mobile Telephony but also in broadband has contributed in achieving top position. previously it was Essar who was in the telecom area since 1994. 3) Idea: Idea is one of the few companies that are seen as an innovative. Reliance Communications’s objectives include focus on customer delight and hence business productivity and to offer communication services in all sphere to all individual customers and business in India.

82% 20.75% Vodafone Essar 32.99% 14.64% Reliance Telecom MTNL BPL April 2009 2.COMPETITOR ANALYSIS Presented below is the pictorial representation of Airtel's market share in Indian telecommunication market from January 2009 through April 2010.94% BSNL IDEA Aircel 15.01% 6.78% Bharti Airtel 6.75% MTNL BPL 14 | P a g e .10% BSNL IDEA Aircel Reliance Telecom 21.26% Bharti Airtel 1.48% 0.38% 17. January 09 4.13% 1.57% Vodafone Essar 29.93% 23.49% 0.

11% 1.55% 24.72% Bharti Airtel 7.13% MTNL Loop Mobile 15 | P a g e .72% Bharti Airtel 7.00% Vodafone Essar BSNL IDEA Aircel Reliance Telecom 15.08% 32.33% 0.July 2009 4.25% Vodafone Essar BSNL IDEA Aircel Reliance Telecom 14.25% 0.17% 24.12% MTNL Loop Mobile October 2009 4.83% 15.80% 31.88% 15.07% 1.

77% 8. This can be attributed to the entry of new payers in the cellular market.11% 1.64% 0.January 2010 1. it is clear that BhartiAirtel has been losing market share over the last one year.67% 0.00% IDEA BSNL Aircel Reliance Telecom MTNL 15.08% 15.com Looking at the above market share data.13% Bharti Airtel Vodafone Essar 8.17% 0.86% 4.08% 23.38% 30. However.00% Bharti Airtel Vodafone Essar 3.96% Uninor Loop Mobile Stel Source of Figures: www.95% IDEA BSNL Aircel Reliance Telecom MTNL 15.19% 23.87% Loop Mobile Uninor STel April 2010 1.16% 0. Airtel’s closest competitor Vodafone Essar has been able to hold on to its market share.16% 14.69% 0.26% 0. it is important to note that while all other players have been losing market share over the period.88% 30. 16 | P a g e .coai.

BSNL exploited its political clout to be the first to enter the 3G segment while its competitors waited for an auction. 2. While BSNL is the all India operator.5% to 23.26% to 8.88%. Tata Docomo: Tata DOCOMO is Tata Teleservices Limited's (TTSL) telecom service on the GSM platform-arising out of the Tata Group's strategic alliance with Japanese telecom major NTT DOCOMO in November 2008. it has not been received too eagerly by the consumers. With its aggressive telemarketing campaign. 4. Tata DOCOMO which operates in 18 circles has risen to be the biggest force in the cellular market in the last one year. However. Idea has been operating in the cellular market since the very beginning. BSNL/MTNL is struggling to change its image of being the service provider for the elderly. Idea: Owned by the Aditya Birla Group. Indian consumer’s faith in government institutes is BSNL’s biggest advantage. it has entered into the other circles and is now functional in 23 circles. Tata DOCMO has garnered market share through innovation and aggressive telemarketing. the market share dropped back to previous levels in the next quarter. it has never been close to being the numerouno. BSNL’s entry in the 3G segment saw an unprecedented increase in its market share from 17.COMPETITOR STRATEGY A brief analysis of all major competitor strategy is listed under: 1. majorly operates in the CDMA market and has recently entered the GSM market. adding over 60 million customers.5 However. Aircel has seen quick growth in the last one year with its market share rising steeply from 6. 5.6 Aircel does not enter into a price war with its existing competitors. It has not gone into aggressive marketing mode and concentrates on maintaining its subscriber base by providing the lowest call rates in the market. Vodafone has been able to maintain its market share over the last one year. 17 | P a g e . Also. BSNL/MTNL: BSNL and MTNL are GoI owned telecom companies.5% in Q1 of 2009. Reliance Communication: Reliance Comm. 6. Vodafone Essar: Vodafone is a British Telecom giant and took over Hutchison Essar’s operations in India in February 2007. Idea’s biggest strength is its consistency. However. Idea seems to be concentrating on only holding on to its market share. Only recently. This may be attributed to the fact that the Reliance has not differentiated its services and has engaged in a price-war with the existing competition. It has tried to build a market for itself by providing superior service quality and value added services. Aircel: Aircel. in its marketing campaign there seems to be no differentiation between its CDMA and GSM services. Ever since. 3. MTNL operates exclusively in the metros. Vodafone has concentrated on building its image as a customer friendly organization as is reflected in its tagline “Happy to help”. owned majorly by Maxis communications has been the top service provider in South India for very long. It has held on to nearly 15% of market share and the number does not seem to change.

quick links to store locations. Airtel has provided its customers various facilities on the price front: a) b) c) d) Total Cost Control: Customers can recharge their phones with a denomination of their choice. subscribe to any value added services and get more information on them.  Distributors like grocery stores/ small outlets etc. 24-hour Recharge via ATM: Allows recharge of Airtel Prepaid round-the-clock at nearest ATM. Internet Recharge: Airtel prepaid can be recharged online. They are in an advantageous position due to offers like:  Variable customer based pricing strategies  Flexible pricing mechanism Over the last few years. The customers have the option to email Airtel directly.  Internationally offers telecom services in 18 countries across Indian subcontinent and Africa. Easy Recharge: Airtel was the pioneer of e-recharge facility being provided to customers. Sri Lanka. 3) Place: Airtel's aim is to help customers as quickly and as efficiently as possible at first point of contact. e) Roaming: Airtel was the pioneer in reducing roaming tariffs. However. It includes three countries in Indian subcontinent: India. Airtel provides its customers with the following facilities:  Extensive presence across 23 circles  Airtel customer care touch points – setting up convenient service centres in market places helps to increase visibility and improves accessibility to customers.Applying 4P Marketing Mix to Airtel 1) Product: The 'products' offered by the Mobile Services unit of Airtel include the following:  Prepaid  Post-paid  Blackberry wireless handheld  Value-added services  Solutions for business enterprises  International facilities through calling cards and prepaid world SIMs  m-commerce 2) Price: Tariff analysis of major players in the market reveals that Airtel is not the cheapest service provider. 18 | P a g e . pay bills or get a new handset. The major point of contact is the Airtel Relationship Centre where one can get a new Airtel connection. customer survey shows that the usability of Airtel’s online recharge portal is poor as compared to that of its competitors. useful telephone numbers. payment centres and many other facilities.

This is easily visible in the following cases:   Celebrity endorsers like Shah Rukh Khan. Madagascar. Sponsoring the Champions League is also a conscious effort of relating with the champion/best. 4) Promotion: Airtel is one of the best known brands in India. Recently Bharti unveiled its new logo.  19 | P a g e . Airtel has consciously made an effort to make the best in business its brand ambassadors. Bharti is now piggybacking on the success of its brand Airtel to create a giant conglomeration. The tournament itself is named "Airtel Champions League Twenty20. Kenya. and Sachin Tendulkar BhartiAirtel signed a five-year deal with ESPN Star Sports to become the title sponsor of the Champions League Twenty20 cricket tournament. Sponsoring socially relevant community programs across country. namely: Burkina Faso. all its celebrity endorsers are the best in their field.Bangladesh and fifteen African countries." On May 9. educational facilities for marginalised children. Airtel gets the rights to broadcast the matches played by the team to its customers. Uganda and Zambia. AR Rahman. Not as many people relate with Bharti as much as they do with Airtel. Ghana. Republic of the Congo. Airtel engages in marketing activities typical of all firms of its size:    Extensive print and video advertising Tie up with leading handset manufacturers like Nokia. Sierra Leone. Tanzania. 2009 Airtel signed a major deal with Manchester United Football Club.  Clearly. Airtel is known for being the first mobile phone company in the world to outsource everything except marketing and sales. Other than projecting the image of being the best in business. Samsung and HTC to provide Airtel connections as a part of the package. organising painting competitions for children. Niger. Sponsoring popular events like half marathons. for example. Malawi. Gabon. Airtel’s marketing team’s emphasis lies in relating with the customer and his/her idols. Chad. Nigeria. Democratic Republic of the Congo. Also. That is because its brand Airtel is so successful. As a result of the deal. Manchester United is arguably the world’s best football team. concerts and boat races.

Airtel came up with many ad-specific taglines like 'Kabhibhi. Kahinbhi'.Airtel’s advertisements are always very distinct and present the brand as very energetic. 'Touch Tomorrow' and the current tagline 'Express Yourself'. youthful and essential. They capture the importance of Airtel in consumers' lives. 20 | P a g e .

000. Operating income has.000.150. except in Andhra Pradesh. in A circle. 93 Billion.348 1 2 3 Figure: Total Revenues for 2009-10 (in Rs. BhartiAirtel’s revenue growth has been lesser than the industry average.000 50.000 100. Simultaneously. 21 | P a g e .In 2009-2010.000 150. declined by 4% in 2010 as compared to a 36% rise in 2009.000. This may be a serious threat for BhartiAirtel. Tata DoCoMo.000. Tata DoCoMo’s plan to charge per second for calls. In the non metro circles.615.000. unlike other operators who charge per minute. '000) Slower net income growth in 2010: Airtel’s net income growth has slowed in 2010 particularly in the mobile services business. a JV of India’s Tata Teleservices Ltd and Japan’s wireless operator DoCoMo. in fact.229 369. net income growth has slowed considerable for BhartiAirtel in 2010.000 - 270.249.000.000 350.000.000 400.000 200.Profits Airtel’sYoY revenue growth from the mobile services business has slowed.000.517 300. For example. has enabled it to garner more subscribers1 450. the subscription growth average2 for BhartiAirtel has been slower than for competitors.000 250. BhartiAirtel posted net profits of Rs.000 396.000. has been capturing the new customers in the mobile services space.

the technology/software developer retains about 25%. the network operator keeps about 60% of revenue. while the content provider gets about 20% of the revenue from value added services (Source: IMRB Research).Value Chain Analysis The traditional mobile industry value chain basically involved the mobile operator. FMCGs. 2006 22 | P a g e . service provider. data services etc. Airtel has been tying up with entertainment providers. For example in the value added services segment. With M-Commerce contents becoming increasingly important in the value chain. gaining significance. However the mobile services industry is rapidly evolving with value added services. From a strategy perspective. device manufacturer and the customer. it is seen that the operator share in the value chain has been declining. These are a very profitable revenue stream for the service provider. Source:IMRB. insurance companies to maintain a share in the value chain. this should be one of the focus areas for Airtel.

23 | P a g e . The urban markets. Bharti-Airtel. While there are several player in the market. Typically requires the company to have a specialty (differentiation product/service) to serve premium products priced at premium levels. typically in the mobile cellular divisions. including the new entrants.Differential Advantages The following matrix can be used to analyze the industry for differential advantages for each of the companies in the wireless cellular services market. have saturated causing players to move into the digital data transfer/telemedia sectors. Using the existing infrastructure for Airtel-Mobile services. the DTH and Enterprise data divisions SBU’s stand to benefit from it. Rcom and BSNL are the only players to gain a differential advantage on the account of existing infrastructural capability. Maintain Specialty A high relative cost (incurred) and high differentiation area for the company. Considering the market structure of the telecomm sector. there are very few products/services which can be termed as premium products for the companies.

low product/services differentiated market at higher expected costs to company. Typically include services like Direct to Home operations. The major players in the markets and the product services they have on offer are: The market for DTH is expected to grow from 18 million currently to 35 million households by 2013.Hope for Market Growth  By New Products/Services Represents . Commodities type of product with high cost and expected future revenues. 24 | P a g e .

Others like BSNL and Vodafone are a close third and fourth. An increase in operations may bring in new subscribers. 25 | P a g e . In-addition to providing voice/text services. Maintain Cost Advantage The entry of new players in the telecom space has led to increased tariff wars and reduced ARPU’s. however to sustain the players will need deep pockets. Examples abound in BPL. This can be observed from the fact that Tata DoCoMo and TTSL are both loss making entities at the net-level. It can be observed that RCom and Bharti are able to offer lower tariffs largely due to economies attained over the 10-12 years on the account of several factors. By New Markets Both Reliance and Bharti-Airtel are investing heavily in the rural markets. expecting it to account for 15-20% of the ARPU. all major players are looking to cash in on the revenues from Value Added Services (VAS). Spice Communications and Aircel which were sold to domestic/international players. With a Pan-India network presence Airtel is a clear leader as far as the rural subscriber base is concerned. In recent times consolidation has been used by larger player to absorb the domestic operations on the newer entrants.

26 | P a g e .Outstanding Success Typically comprised by high differentiation and low cost to company. Not relevant to this sector. Implies the freedom to compete at compete at any prices.

Market Segmentation Using a combination of Behavioral Segmentation and Demographic Segmentation. emphasis has been laid on customer need and benefits sought: Segmentation Basis Benefits sought (in Rs.100/month)  Medium consumption of VAS (Rs. During segmenting customers. Airtel can divide its customers into the following segments. 25100/month)  Low consumption of VAS(<Rs.25/month)  High level of usage (>1500 min/month)  Medium level of usage (500-1500 min/month)  Low level of usage (<500 min/month)  High (>25 calls/day)  Medium(10-25 calls/day)  Low(<10 calls/day)  Corporate customer  Individual customer  Non-users  First-time users  Ex-users  Potential users  Existing users  Extremely loyal customers  Not-so-loyal customers  Disloyal customers  Teen and youth (13-30yrs)  Matured Usage rate (in terms of minutes/month) Usage rate (in terms of no. of calls made/day) Type of usage User status Loyalty status Demographics (based on age) 27 | P a g e ./month) Segments included  High consumption of Value-added-services (VAS) (>Rs.

The highest preference among the segments will be given to the profitability. These segments cannot be done justice with based on the three criteria listed above. 18 are evaluated based on current segment sales.Targeting Evaluation of Market segments Of all the 21 market segments identified in the market segmentation.25/month) High level of usage (>1500 min/month) Medium level of usage (500-1500 min/month) Low level of usage (<500 min/month) High (>25 calls/day) Medium(10-25 calls/day) Low(<10 calls/day) Corporate customer Individual customer Non-users First-time users Ex-users Potential users Existing users 28 | P a g e Sales 2 Growth Rates 2 Profitability 3 3 3 2 2 2 3 3 3 3 1 3 2 2 2 3 1 3 3 NA 2 NA NA 3 2 3 2 2 2 3 NA 3 NA NA 1 1 3 1 1 3 1 NA 3 NA NA 2 . Segments rating highly on the chosen criteria will be chosen as target segments. Segment High consumption of Value-addedservices (VAS) (>Rs. Hence.100/month) Medium consumption of VAS (Rs. Evaluation has been done on a 3 point scale wherein 3 is the highest and 1 is the lowest. The segmentation based on consumer-loyalty is used to develop better marketing strategies. Evaluation of market segments is an important step towards recognizing the target market. growth rates and profitability. they have been excluded from the ratings. 25-100/month) Low consumption of VAS (<Rs.

There is a large degree of variability that can be introduced in mobile services.Although the mobile phone services market is growing at a rapid pace. 3. Thus.Teen and youth (13. High and medium usage rate consumers (based on min/month) 29 | P a g e . it is clear that Airtel should change its current target marketing strategy of mass marketing and start Differentiated Marketing. undifferentiated marketing cannot be done. its best to go for differentiated marketing. as a brand. Thus. This is a major opportunity for Airtel to start differentiated marketing and capture specific market segments. With the introduction of value-added-services. mobile services can no longer be classified as uniform services. It is best to go for differentiated marketing. 5. Bharti should not use Concentrated Marketing. Looking at the above factors. In the mature phase. Nearly all mobile phone service providers (with the exception of Virgin) are still going for undifferentiated marketing. Bharti is one of the largest companies of India and has no dearth of resources. Also. Airtel should target the following market segments: 1. Airtel has been rated as the most highly recognized brand of India for the past few years. The Target Market Segments Based on the analysis of targeting strategy to be chosen and evaluation of various market segments. The market variability is high because of the difference in amounts and types of usage the mobile phone is put to. 2. Company resources Product variability Product life cycle Market variability Competitor’s strategy All these parameters are now analyzed individually and an appropriate targeting strategy is arrived at. it makes sense to use differentiated marketing. High and medium VAS consumers 2. Airtel is in its mature phase. looking at its large consumer base.3 30yrs) Matured 2 3 1 3 2 Selecting a targeting strategy The targeting strategy can be chosen based on five parameters: 1. 4.

High usage rate consumers (based on no. However. the overlap does not change the importance of any of these target segments.3. 4. of calls/day) Corporate users First-time users and maintaining current users Teen and youth Some of these target market segments are likely to be overlapping since they were segmented using various different criteria. 30 | P a g e . 5. 6.

a major price war has begun. Customer Satisfaction and Value-service (inexpensive service). Also. Airtel’s “Live Every Moment”. Over the years. it can be seen that Airtel is perceived by the customers as a brand which concentrates on quality of service provided leading to customer satisfaction. Airtel lags far behind Vodafone and Docomo in its online platforms and services. Airtel. The following positioning map uses three criteria to position these brands – Quality of service. which has resulted in a decrease in customer perception about Airtel’s services. Airtel has repositioned itself in the minds of the consumers. 31 | P a g e . in spite of being the market leader has gotten sucked into it. with the entry of new players in the market. This has resulted in a dilution of the Airtel brand. Unlike vodafone which has refrained from entering the price war. Comm Value-service Quality of service Thus. Customer Satisfaction DOCOMO Vodafone Airtel Airtel Idea BSNL R. We can also try and categorize Airtel on a positioning-map vis-a-vis its competitors. “Touch Tomorrow” and “Express Yourself” have been the best recognized taglines of their times.Positioning Through various phases in time.

Based on the customer targeting done. Airtel must utilize its resources and reposition itself as a high quality brand with attractive options for corporate users and youth. Airtel needs to concentrate more on the quality of services it provides to increase profitability. Instead of fighting a price war with established players. 32 | P a g e . Airtel should also come out with useful schemes to incentivize high usage. Given the decreasing Average Revenue per User (ARPU).

buyer’s black box and buyer’s response. Price. Promotion 2) Other: Economic. Place. Social.CONSUMER BEHAVIOUR Below is the basic framework of Consumer Behavior process which includes 3 stages of consumer behavior segregated into the environment. Cultural Buyer's Black Box 1) Buyer's characteristics 2) Buyer's decision Process Buyer's Response 1) Buying Attitude 2) Purchase behaviour 3) Brand and Company relationship bhaviour Figure: Model of Consumer Behavior Buyer’s Black Box To understand the buyers decision making process following data was collected from 105 respondents in Jamshedpur area. The environment analysis like 4P’s has been presented before therefore we will analyze the Buyers decision making process.Product. Technological. 1) Monthly Expenditure on Mobile: Below is the data that we got from the respondents about their expenditure on mobile for a month. The Environment 1) Marketing Stimuli : 4P's . As we can see from the data given almost half of the consumers falls into category who spends grater than 500 rupees but less than 1000 rupees 33 | P a g e .

71 20.81 25.95 1 2 3 4 49.71 Montly Expenditure 3.48 Friends/Groups 55 52.95 49.86 None 15 14.81 20.52 2) Use of internet or any other method before taking a new connection: Information Search No of Respondents Percentage Internet 32 30.29 34 | P a g e .Amount (in Rs) Less than Rs 100 Between 100 to 500 Between 500 to 1000 Greater than 1000 No of Respondents 4 22 52 27 Percentage 3.38 Newspaper/Magazine 3 2.52 25.

Reliance.48 2 1 52.29 30. it is known that most of the consumers are aware of the competitors in the market like Vodafone. Uninor.38 3) Awareness of other competitors in market: After collecting data . Tata Docomo.24 3 0 0.Information Search 2. Idea.76 2 16 15.86 14.00 35 | P a g e . 4) Buying of multiple mobile SIM’s: Number of SIM's No of Respondents Percentage 1 89 84.

29 28 33.33 4 5 19.29 36 | P a g e .86 Features Coverage Call Charges Schemes Customer Care Percentage Rank Distribution % 2.29 0 2.Number of SIM's 00 15.29 33.86 20.76 5) Post purchase behaviour.rating of Airtel services: Rank 1(Best) 2(Good) 3(Average) 4(Poor) 5(Worst) 21 24 35 22 3 14 28 38 23 2 11 13 39 35 7 39 20.24 1 2 3 4 84.24 1 2 3 24.24 37 24.33 1 19.

We can see from the Consumer Research that most of the respondents areusing Airtel but they are just using it because it is available in the market at theaffordable and comparative prices. As we can see from the result above the buying behavior of the customer is dependent on the involvement and difference between brands which is similar as given in figure below. Involvement of Consumer High Involvement Difference between brands Low Involvement Significant Complex Dissonance reducing Variety Seeking Few Habitual buying Figure: Four types of buying behaviour 37 | P a g e .

established in 1997  NTP in 1999 stimulated migration from high-cost fixed licence fee to a low-cost revenue sharing regime . 3. National telecom policy was announced in 1994. Steps were taken to allow private players in telecom domain1. India ranked 14th in the world in 1995 in terms of number of main telephone lines1. The telecom sector was predominantly under public sector control at this time. From the point of view of telecom potential in India. The most important factors for the purpose of capacity planning are market potential. The manufacturing sector opened in 1984 . 2. Infact the first mobile phone call was made in India in 1995 on a Nokia phone over Nokia network. This provided impetus for development of telecom sector:  The industry transited from monopoly to duopoly. TRAI. this was a momentous era due to following reasons: 1. 38 | P a g e .ASSUMPTION IN PLANNING PROCESS Market potential: Planning and management of mobile services requires an understanding of the factors that are responsible for the evolution of the market. as the Government mandated two fixed and two mobile operators in each circle in 1995  Independent regulator. Mobile phone manufacturing firms (Nokia) started its operations in 1995 3. 4. Policy environment started changing from 1994 onwards. timing and speed of adoption. BhartiAirtel was founded in 1995 as a public limited company4.

owing to development of better technologies and dissemination of information many people consumethe innovation and the diffusion process further unfolds. Successful innovations tend to follow a sigmoid or S-shaped curve. Also it is important to develop understanding of future trends. New technologies were being adopted by India. in terms of overall size of sector and advancement of technologies used. The proportion of cellular subscribers total number of telephone subscribers (basic plus cellular) was 0. Gradually. The effects of adoption of liberalization policy were starting to show. private participation was increasing and being encouraged by the conducive policies of government. be able to develop reasonable estimates of patterns and rates of adoption etc.003 in 1995. In fact. During this time when Airtel just started. These are the people who are highly involved in buying process and like to experiment and are the first adopters of new technologies and innovations. During the initial stages only a few members of the society adopt the innovation. during the maturing phase. In 2002 this figure was around 14. 39 | P a g e . cellular mobile telephones subscribers in India were around 77 thousand in 1995. the overall development of telecom industry. Mobile density was close to 0. For this it is important to know about the theoretical models of diffusion of innovations in the market. started in the late 90's in India. Forecast Assumptions: The most important criteria for establishing business in a capital intensive sector like telecom is correct analysis of market demand and potential.6 and has tremendously increased since 1.6 percent in 1995. the rate of diffusion goes down and diffusion curve reaches a saturation level. Finally.This was the most crucial time for players who wanted to make a niche in telecom sector in India.

Hence. it can be hypothesized that mobile density growth can be modeled on a sigmoid or Scurve.Figure: Innovation Life Cycle Hence. Logistic and Gompertz sigmoid curves are the most commonly used ones. forecasting and modeling may be done using them. The assumptions used in the analysis are: 40 | P a g e . Figure: Projections of Mobile Density in India Using these growth and market potential may be forecasted and analysed.

2) Profitable opportunities: immense scope for profit when it started as entire untapped market was waiting to be catered to. Vodafone. profitability was definite. India's market is still growing and will continue to do so for another 10 years at least before it reaches maturity phase. the 41 | P a g e . with its Zain acquisition. d) Various mathematical models are used by companies to forecast demand and growth patterns. In fact it was one of the earliest private players and had considerable first-mover's advantage. b) Early adopters are usually developed countries and they show a lesser reliance on mobiles due to high switching costs.a) For any country the saturation level will depend on whether it is an early or late adopter of the technology. 3) Areas of market growth. Also. d) The company must obtain inputs primarily on the following: 1) Competitive threats: no major threats when Airtel started operations. intermediate and long planning horizons. Its sales increased by 17% while EBITDA rose 3% in the first quarter of 20107. Currently. b) The strategy must reflect the company's mission and must be used to achieve the goals set by management. BSNL and now in many areas Tata Docomo and Reliance GSM. Other Assumptions: a) The marketing and business strategies must be aligned over the short. intense price competition in the market combined with growing mobile penetration offer a unique profitabile scenario. Airtel has no dearth of profitable opportunities with 15 African nations' markets in its pockets. maturity and decline: commencement of Airtel operations along with many other incidents was responsible for developing Indian telecom market. c) This requires extensive research and analysis by the company as described above. Currently. The studies done on Indian mobile sector using different models confirm the theoretical pattern of growth. With government policy impetus. When it started operations. Airtel still occupies a mjor chunk of Indian market (~ 30%). its main competitors are Idea. c) Late adopters are mostly developing countries and they show a lesser reliance on fixed line phones due to high infrastructure costs.

Of late mobile operators are increasingly venturing into internet and other wireless services along with a variety of value added services. 2010 form 24.7 billion rupees a year ago7. Besides. special schemes and discounts offered vary between circles based on needs of customers in that area. Airtel aggressively revamped its pricing and marketing strategies to become more competitive. Mobile banking especially microfinance in rural areas is an example of such innovation. Figure: Customer Needs Analysis 4) Latent and explicit customer needs:telecom industry particularly cellular operations and services have long transcended the basic utility of communication. Its net income shrank to 16. 5) Ideas for distributing and pricing: even though Airtel is competitively priced. it also reduced the call rates on national roaming especially on incoming calls. It also keeps launching a lot of full talk time and various discounted call-rate and messaging schemes from time to time. Recently.8 billion rupees in the first quarter that ended on June 30. intense price wars and more number of players in the market led to a loss of 32% in its profit. Recently. 42 | P a g e . It was the first to offer lifetime prepaid connections. the onus is on the operator to identify and provide new services. As the average customer is likely to be quite removed from the intricacies of mobile technology. the focus is on maintaining quality of service in cities while expanding base in rural areas. Airtel has invested heavily in infrastructure and marketing campaigns to promise and deliver quality communication facilities. It also offered differential pricing based on time of call.metros were the main and focal areas of growth. Currently. Indian market already boasts of having the lowest mobile tariffs in the world according to International Telecom Union.

Airtel has maintained a dedicated and strong distribution channel by way of distributors. Corporate Selling Associates. The distribution channels under the company include Direct Selling Associates. Franchisee Selling Associates and Airtel Relationship Centers. Figure: Cellular Operator Distribution Channel 43 | P a g e . Example: for prepaid connections in all circles distributors and franchisees are paid 15-20% of the value of card sold. wholesalers. and franchisees and company owned Relationship Centers which are 'one-stop solutions' shops'. Airtel also offers sales based remuneration to its distributors and franchisees.

Airtel’s profits in this category have been growing yoy. Airtel’s mobile SBU presently serves more than 130 million customers across India. It is an established product category with high market penetration and high profitability. BhartiAirtel’s product focus is three fold within the mobile services space with a view to provide a differentiated product to its customers:  Provide high quality cellular service to its customers and expand its network across the country. Though Airtel is the overall market leader in India. the focus was on providing the mobile connection while now the focus has shifted to enhancing the customer’s experience on his mobile phone.THE PRODUCT STRATEGY Airtel’s mobile (GSM/CDMA) SBU is a cash cow for Bharti. STAR QUESTION MARK Market Growth CASH COW DOG Market Share BhartiAirtel’s product strategy revolves around maintaining its “Star” status in the market. In the 1990s. The Product Line: BhartiAirtel’s product line has changed over the years. it is a challenge to maintain its market share in view of the consistently evolving technology and high degree of competition. 44 | P a g e . additional facilities and MCommerce. This explains Airtel’s focus on value added services.

cheaper roaming rates. STD calling. Airtel is looking to expand its footprint in rural India with a large untapped market. 45 | P a g e . E. Market Development:Airtel is creating new markets via its inorganic growth strategy.  Providing additional facilities to its valued customers (International calling. blackberry services.g. M-Commerce are a part of Airtel’s product development strategy. Market Penetration: Airtel is expanding its rural footprint and targets greater market penetration in rural India where more than 60% of the potential is untapped. With a high level of market penetration in the urban areas.Zain in Africa. Freedom Plan). Provide innovative services and features to enhance customer experience on their mobile phones (Value Added Services). Features such as M-Commerce and plans such as Freedom plan and advantage plan are expected to help reach this market segment. Growth Strategy: Existing Market Market Penetartion Product Development New Market Market Development Diversification Existing Product    New Product Product Development: The Value added services.

The IMC programs used by the company have been:  Advertisements: A large chunk of the budget used for the promotion of the Airtel brand especially in the mobile telephony has been used creating and distribution of ads. "Live every moment" Appeal to the masses. Added emotional appeal to the brand. Value Communicated: Their promotion and advertising strategy has evolved over time as:  1995-98 Positioning in premium catageory.R. establishing the brand as a quality of life product. "Express Yourself" Figure: Value Communication over the years 46 | P a g e . Airtel has used several IMC programs to including both offline and online marketing channels to identify customer insights and develop the right strategy to forge a strong brand-customer relationship. 1999-2001 2001-02 2003-10 Change . aimed at targeting the elite.New telecom policy of 1999 replacing license fee with revenue sharing scheme. Several youth icons hired as brand ambassadors Intent on giving brand a Human touch. Famous A. In-fact the theme of each of these has also changed. Expanding to new segments. Associated with leadership.Rahman Airtel musical Signature tune to increase brand recallability Clear focus on emotions. "The power to keep in touch" "Airtel celebrates the spirit of leadership" "The first choice of the corporate leaders" "Touch tomorrow" Change from regional to pan-India outlook.Strategy – Marketing Communications Programmes Integrated Marketing Communications Programs Integrated marketing communications (IMC) is a mix bag of communication strategies used to convey a holistic and consistent image of the company.performance and dynamism. Projected as an aspirational and lifestyle brand.

This has however also led to buy-outs of several new entrants on the account of falling APRU’s. Pricing Strategy Some common strategies used by Airtel over the years. at different stages in its growth can be classified under:  Penetration Pricing: Done by Airtel in response to the aggressively lower pricing-tariff strategies adopted by new entrants like DoCoMo and Reliance.eRs.etc. The brand was projected to the elite and corporate as a symbol of leadership and excellence. DTH under one single Brand name. Airtel Live etc.  Umbrella Marketing: Use of umbrella marketing by Bharti-Airtel to promote several of the its products namely Airtel broadband. GPRS. to further the visibility of its brands. are aimed at getting emotional rather than rational appeals.  Customer Relationship Strategy: First cellular service provider to start customer call centres (Airtel Connects) where customers could pay their bills. fall under this category. easy recharges. Product to Services Branding: Shift in the strategy from product based to Services based branding. Though product innovations continue as hello tunes. Modelled as one-stop shop to all customer solutions and queries. blackberry option. publicprivate (Incredible India-Taj-Hotels-Airtel-Cox & Kings). 10/-. 60/.etc.com). apply for new connections and touch and feel new handset models.  Psychological Pricing: Most of the value recharge at smaller denominations i. Most topups in like SMS packs.  Co-Branding: Airtel has done several ties ups with online community sites (Hungama. Monthly GPRS.  Price Skimming: Adopted by Airtel during the initial years when competition was limited and scope for expansion limited. 999/.  Product Line Pricing: Pricing to reflect benefits of the individual components of the plan. and tariff and broadband plans at Rs 99/-.Airtel Silver Credit Card) etc. Credit cards (ICICI Bank . The price wars have escalated in the recent times. media channels (MTV). 47 | P a g e . 30/-. The strategy has become irrelevant in recent times on the account of increased number of competitors in the market.

When each company in the telecomm sector is selling similar products and virtually the same pricing and at same cost incurred. retailers. Promotional Pricing: Used at several occasions to promote a new tariff plan. and mushrooming number of service providers makes the distribution networks all the more important. are helping win networks and further consumer bases. the only sustainable competitive advantage can come from the strategy/means used to sell. real time pricing of farmer produces in the markets (getting quotes). Roaming charges etc. Channel Strategy Channel Strategy comes as of extreme importance due to the high services oriented nature of the telecomm industry. agents. Several initiatives in this regards i. 48 | P a g e . Some of the initiatives taken by Airtel in this regard include:     Customer Relationship Centres Facility for Mobile banking (using m-cheques) Recharge using pre-paid and Magic coupons Airtel Live using Internet In addition to these Airtel is rapidly looking to expand in Rural India and in this regard is energizing its sales force network and distribution centres (at local Kiryana’s) to better understand the customer base. Internet etc. Value added service.e. Further plans of expansion in semi-urban India. A definitive advantage to this can come by selecting the appropriate mix of distribution channels – direct sales force. mobile advice on better agriculture techniques etc.

Research Strategy The typical marketing research methodology adopted by Airtel and others in the telecommunications industry includes: •Density •Affluence •Age Population Purpose •Hypothesis testing Publications •Sales and ditribution reports •Competitors annual reports Procedure •Sale at retail outlets •Customer relationship centers Figure: Research strategy matrix 49 | P a g e .

and ultimately increase sales demand through word-of-mouth promotion This will not only create the awareness of the new offers introduced by Airtel in the market but also it will help to analyze or estimate the market perception of any type of new addition. there is also a possibility of adopting new offers specially catering to rural sector and scrapping off some features which are not useful to rural market Problem 4: When we consider of adopting new technologies to improve the service offered by Airtel which is in tune with the objective of this marketing strategy. refrain from adopting Airtel as there mobile channel partner    For tackling this problem .MONITORING & CONTIGENCY PLANS A marketing strategy should always have a contingency plan for situations when they could go against the planned strategies. Therefore. there is good chance that the competitors like Vodafone. this problem can be solved by product differentiation both in vertical as well as horizontal direction. 50 | P a g e . the new mobile offers and packages are not successful or able to compete with the other competitor’s strategies. Problem 3: Expansion in rural areas where the hold of Airtel is not much as compared to other competitors. Following are the points that should be taken in consideration while thinking of making a contingency plan.e. Idea came up with new technology like 3G much earlier than Airtel  Carefully monitor major competitors pricing and promotional activities and entry into the 3G market.  For stopping of new entries into this segment the only thing is to increase the entry barriers but since in this market the competitors are so many that there is always a good chance of emergence of new competitors. Airtel can either go for pricing strategy where the prices can be made cheaper vis-à-vis other competitors Or the company can focus on promotion of its service in rural market in an aggressive manner.  This problem can be solved by adopting the promotional or free trial offer marketing strategy where the new offers can be provided to selected customers to stimulate brand and product awareness. then there is a possibility of entering of new firms and eating up market share. and prepare recommendations and potential adjustments to our marketing mix to ensure our leading market position and healthy sales are maintained in the long-run.  Problem 2: If we consider the growth in market share of the company. Problem 1: If for any reasons the new launches done by Airtel i. Moreover.

Airtel’s marketing team needs to innovate constantly. The conservative nature of the typical rural Indian consumer must be kept in mind.  Airtel must differentiate services for consumers with high usage rates by providing them special band-width such that they do not face increasing problems like call-drops and network-jams. VAS has emerged as the most important source of revenue for mobile operators.     Provide special incentives for Airtel-Airtel calls. This can result in a major source of revenue for Airtel and will do wonders for customer satisfaction and customer perception of brand quality. the marketing team must emphasize on the following aspects:  Refrain from using pricing as a marketing tactic. Any further aggressive pricing strategies on Airtel’s part will only do further damage. 51 | P a g e . This can be achieved by entering into tie-ups with various companies.Recommended Marketing Strategies for Airtel With the entry of multiple new players in the sector and an ever decreasing ARPU. This is a proven way of expanding customer base and has been exploited by Reliance Communication and Tata. Concentrate on the untapped rural market segment. Airtel needs to further its efforts of providing users the best possible VAS. With the ongoing price war. Providing more useful value added services (VAS). Decreasing prices further is not going to help retention of customers.  Airtel must ensure that it does not lose its current users to competitors. In the foreseeable future. The first mover is bound to get an advantage. Airtel should aggressively increase its network in the rural sector and market itself before other players enter the market in a big way. This can be ensured by increasing quality of service provided. Build strong corporate contacts and offer more benefits for corporate users. the price levels have become unsustainable anyways. This is going to be the biggest cash generating segment and Airtel must consolidate its position here.

Also. given India’s age based demographics. 52 | P a g e . maintaining a high youth penetration is extremely important. Most new consumers getting added to the mobile services market are young teenagers who should perceive Airtel as their first choice. Airtel must position itself as a youth brand.

bsnl.com/cp/developing-a-channelstrategy/168339 (m) Pricing Strategy.outsourcing-project/articleshow/5748843..nokia. India 2012 – Telecom Growth Continues : https://webforms.bloomberg.cms (h) Ernst & Young.gov. “Bharti Airtel First-Quarter Profit Falls 32% as Price Cuts Erode Margins”.2006 http://www.REFERENCES 1. Agnihotri & Haque.com/Content/vwWFPreview/GL/en/India_2012:_Telecom_growth_co ntinues?OpenDocument (i) (j) Nokia : http://www. August 11.co. http://www.itu. ISBN 978-0131469181 53 | P a g e . Bloomberg. Jan 04. Principles of Marketing.com/mkc/marketingcommunications/ 2.com/money/2006/jan/04spec.indiatimes.html (f) Bharat Sanchar Nigam Limited: http://www.multimediamarketing.ey.2010 http://www.co.com/lesson-store/lesson-pricing.htm (l) CBS Interactive Business Network..int/ITUD/ict/statistics/ict/index.in (d) Communications in India: http://en. http://www.” .marketingteacher. April 1.html (k) Amit Ranjan Rai & Aarti Menon Carroll. 2010 : http://economictimes.com (c) Airtel : http://www. Armstrong.wikipedia.3-billion outsourcing project”.com/news/news-by-industry/telecom/Ericsson-winsAirtels-13-billion.in (g) The Economic Times. Rediff Business.rediff.bnet. Prentice Hall.com/news/2010-08-11/bharti-airtel-first-quarter-profit-falls-32-asprice-cuts-erode-margins. Sites from where data is collected: (a) Telecom Regulatory Authority of India : http://trai.in (b) Bharti : http://www.airtel.in/about-nokia/company Ketaki Gokhale.bharti. “Ericsson wins Airtel's $1. 13th ed. http://www.org/wiki/communications_in_india (e) International Telecommunications Union : http://www. “Airtel vs Hutch: And the winner is.html (n) Integrated Marketing Communications. Books: (a) Kotler.

Inc . Marketing Insights from A-Z.Survey of Indian Industries – 2010 (b) Indian Brand Equity Foundation – Telecommunications Report. Sanjay Singh. Reports and Reference : (a) The Hindu . April 2010 (c) Manas Bhattacharya (IES).(b) Kotler. Dr. The diffusion of mobile phones in India. 2003 54 | P a g e . ISBN 0-471-26867-4 3. Committee on India: Vision 2020 – Telecom Sector in India: Vision 2020 (d) Sanjay Singh. John Wiley & Sons.

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